When we talk about the integral role of top-quality talent in the evolution of the procurement function, it’s often with a longing and maybe even a slight resignation. In fact, it’s one of the oddest points that you might come across in talking to a group of leading procurement chiefs – they often tell you they just ‘fell into’ procurement. The obvious reason for that, it seems to me, is down to procurement being a young function, at least in terms of the status it enjoys today, which means that businesses feel they have to hire executives with a proven track record of leadership and change management outside to come in and lead the department through its development.

But what does that say about a career in procurement? With such value placed on skills earned outside the function, what is it worth to begin training as a buyer? Or if you’re prepared to see procurement used as a stepping stone into other roles in the business, what does that say about the ambitions of a function that continually loses its best individuals?

In this issue, we bring many voices to bear on the question of what a procurement career is, or should be…

FEATURED ARTICLES IN THIS ISSUE

Paying the difference

The latest from our procurement salary survey as we look at the function’s pay ceiling

Supplier innovation and data

Three thought leadership articles on putting concepts into practice and focusing complex practices on producing results

An Oily Problem

Economic insight and purchasing strategies to combat the significant fluctuations in the price of crude oil

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